On Deck: 

• Include Meeting Time for Discussion and Drafting:
• Discussion Strategies:
• Review and discuss your team's feedback on your Plan (3A).
• Review and Discuss Your Summaries of Research 
• Drafting Strategies:
• The Writing Process Should Start by including Face-to-Face (F2F) Collaboration and Divided (Div) or Layered (Lay) work.  
• We will manage this primarily by starting (F2F) A "Descriptive Outline" of your Super Structure, including:
• (F2F) Synthesizing Research  into "Stubs" 
• (F2F) Refining Research Questions or Adding new Research Questions if necessary
• (DIV or LAY) Writing a Strong Draft of your Methods Section, and 'stubs' of the Criteria Section, and Alternatives section (and for the proposal, the 'Problem' section)

More Detailed DRAFTING TIPS and STEPS:

ONE: PENCILING IN YOUR SUPERSTRUCTURE WITH A 'DESCRIPTIVE OUTLINE'

The basics:

1. (F2F) Start a wiki page or google doc for your team and add the superstructure for your report
2. (F2F) Review all the tips from the "Writer's Guide" in Anderson,
3. (DIV) Have someone add these tips to the document
4. Start adding "Stubs", particularly for the following:

TWO: Starting the Method Section for Feasibility Studies and Proposals

1. (F2F) Note that you already have a stronger than average method described in your Plan (as we devoted a whole extra class to research), then cut and paste this as a draft into your superstructure.
2. (F2F) Decide either to leave this section for now, or (DIV) assign someone (or a pair) to revise this by including some information about the Key Principles for your primary research method(s) on OWL Purdue, and some more specifics about how you are searching for secondary research.  When drafted, consider this version a finished first draft goal.

THREE:  Starting the Criteria Section for Feasibility Studies

1. (F2F) Review the section in the text on Criteria (p. 547 - 549).  Pay particular attention to the "Four Common Types of Criteria" (p. 548).
2. (F2F) List your key types of criteria (discussed in your plan) and ensure that your team is settled on your criteria, and understands why these are common ground for your project
3. (F2F) Decide on your "way of presenting criteria" (p. 547)
4. (DIV) Decide if you want someone to extend this section as a more formal draft.

FOUR:  Starting the Alternatives Section for  Feasibility Studies

1. (F2F) Review the section in the text on "Alternatives" 
2. (F2F) List your two or three alternatives (probably from your plan) as "STUBS" and ensure that your team is clear on why these are common ground for your project
3. (F2F) Discuss if you're ready to draft a "short explanation of each alternative" (one to three sentences) (p.549).  Try drafting these.
4. (F2F) Discuss if your audience needs "detailed evaluation of the alternatives" and how you will draft these.  
1. One key is that you must apply each or your relevant criteria in order, and use research to help you prove that you've evaluated each alternative with these criteria.  This is the "criteria match strategy" where you, for instance, evaluate the feasibility of one bridge design or sustainable garden with (1) matching the desires of the relevant organizations, (2) technical possibility of implementation, (3) affordability/economic criteria, (4) best practices in (sustainable) design...
5. (DIV) Decide if you want someone to extend this section, or part of this section, as a more formal draft

FIVE:  Starting the PROBLEM Section:  PROPOSALS

1. (F2F) Review the section in the text on the PROBLEM (p.493)
2. (F2F) Look at the section "When you must define the problem yourself".  List your key criteria (probably from your plan) for evaluating the PROBLEM from your perspective. Ensure that your team is clear on why these are common ground for your project. Similarly to above, one key is that you must apply each or your relevant criteria to the problem in order, and use research to help you prove that you've evaluated each alternative with these criteria.  This is the "criteria match strategy" where you, for instance, articulate and evaluate the problems inherent to a particular company or organization as one of (1) fulfilling the needs of the relevant organizations, (2) fulfilling the desires of customers or clients, (3) remedying a slow or missing technological service (4) improving efficiency... etc. 
3. (F2F) Look at the sections "When Your Readers Define the Problem for You" and "When your Readers Provide a General Statement of the Problem".  Compare (or plan on comparing) your articulation of the problem to your readers articulation of the problem.  Can you have your readers define the problem for you?  Can you find or solicit a general statement of the problem? 
4. (DIV) Decide if you want someone to extend this section as a more formal draft